DIRECTIONS FOR EVALUATING TRANSFORMATIONS IN ENTERPRISE PERSONNEL MANAGEMENT

Abstract

The article explores the theoretical and methodological foundations of assessing transformations in human resource management (HRM) systems at enterprises under the influence of global, national and organizational changes. It is argued that modern HRM is undergoing a deep transformation, which is due to digitalization, restructuring of the work model, socio-cultural turbulence and the growing need for managerial adaptability. The author proposes a comprehensive framework of six interrelated areas of assessing HRM transformations: economic, which reflects the efficiency and return on investment in human capital; functional-structural, which characterizes the flexibility, decentralization and adaptability of management systems; cultural-behavioral, which focuses on changes in organizational values, norms and employee behavior models; digital, which assesses the technological maturity of HR processes and the integration of digital HR tools and is associated with the development of new managerial and professional competencies; and cultural-behavioral, which measures loyalty, involvement and organizational climate. Special attention is paid to the cultural-behavioral direction, which acts as a strategic determinant of sustainable organizational transformation. The study emphasizes that the formation of a human-centered corporate culture allows you to synchronize the goals of the organization with the values and behavior of employees, contributing to the development of resilience, creativity, empathy and collective responsibility. The study demonstrates that behaviorally-oriented assessment of personnel management transformations allows you not only to identify resistance to change, but also to predict behavioral trends and form proactive management strategies. Methodologically, the article uses systemic, analytical and diagnostic approaches to identify relationships between transformation directions and personnel management effectiveness. The results have both theoretical and practical significance: they support the development of integrated models for assessing the effectiveness of personnel management transformation, the development of strategic personnel policy and the creation of a sustainable organizational culture capable of supporting the productivity of human capital in the face of military, economic and technological challenges. The proposed framework contributes to the evolution of the human-centric management paradigm, where the success of an organization is determined not only by economic indicators, but also by the alignment of cultural, behavioral and digital factors in personnel management.